Retail industry is very competitive and customers try to find out value for money before making any kind of expenditure. Decision making process involves the combination of perceived product/service benefits and its price. Bowman’s has developed ‘Strategy Clock’ model to analyse the competitive position considering the factors of product Price and the Perceived added value of the customer. Various positions are analyzed where customers (or potential customers) have different make thedecision.
Focusing on this model is important for NEXT in order to attain the organizational goal and gain from the competitive advantage. These strategies are market facing and cost is always a strategic consideration for implementing these strategies.
Positions 1 and 2 mainly describe the customers who are primarily concerned with price when the benefits of product/service meet their requirements. Such customers give importance to functionality over service or design or packaging. At position 3 customers are focused on high perceived value at low price. Retailers always try to get benefits from such customers. Customers can even reinvest the price if they are getting higher value of the product.
Position 4 is considered one of the important competitive strategies among retailers where they are more focused on product differentiation as their competitive strategies. If the different available product is meeting the requirements of customers, they are ready to pay higher amount as well.
Customers at position 5 and 6 look for customized products and they are ready to pay even a higher price for such products. NEXT has invested more on featured products such Lipsy as one of the more popular brands for female. Here, company is gaining competitive advantage because its customers are paying higher amount for featured or customized goods.
Position 7 is generally take place in a monopoly market where fewer markets have the advantage to set the price rather focusing on the quality. In the retail industry, this position has no relevance.Loss of market share creates a situation of Position 8 where customer’s perceived value of goods is low than the price
Position 3-6 can define NEXT Plc’s strategic position very well in the competitive market and make the firm to gain from the competitive advantage.
零售业竞争非常激烈，客户寻求金钱的价值之前，任何形式的支出。决策过程包括感知相结合的产品/服务的效益和价格。鲍曼已经开发了“战略钟”模型分析了考虑产品价格的因素的感知和附加价值的客户的竞争地位。分析了不同位置的客户（或潜在客户）有不同的做决定。
针对这一模型是重要的下为了达到组织目标和取得竞争优势。这些策略面临的市场和成本始终是一个战略上的考虑，为实施这一战略。
位置1和2主要描述他们主要关注的是价格在产品/服务的好处的客户满足他们的要求。这样的客户重视服务或设计或包装的功能。在位置3的客户都集中在高价值低价格。零售商一直试图从这些客户的利益。顾客甚至可以把价格如果他们获得更高的产品价值。
4位被认为是一个零售商，他们更注重的是产品的差异化作为他们的竞争战略中的重要的竞争策略。如果不同的产品满足客户的要求，他们愿意支付更高的金额以及。
在位置5和6寻找定制产品的客户和他们都愿意为产品支付更高的价格等。下一个投资更多的特色产品如lipsy作为一个女性更受欢迎的品牌。在这里，公司获得竞争优势，因为它的客户是为特色的或定制的商品支付更高的金额。
7位是发生在一个垄断市场，减少市场来设定价格相当注重质量的优势。在零售业，这个位置有无相关性。丢失市场份额创造了8位客户的感知价值的商品是低比价格情况
位置3-6可以定义下的PLC在竞争激烈的市场中很好的战略地位和使企业从取得竞争优势。
